CPFS is a State Government department providing child safety and family support services to Western Australian children and families.Rounding out my career exposure and experience with SMEs and multinationals is my current role in State Government where I am responsible for workforce optimisation initiatives. It is ultimately my role to design, build and implement contemporary workforce strategies that help enhance the Department's performance through its people. I am also operationally… Show more CPFS is a State Government department providing child safety and family support services to Western Australian children and families.Rounding out my career exposure and experience with SMEs and multinationals is my current role in State Government where I am responsible for workforce optimisation initiatives. It is ultimately my role to design, build and implement contemporary workforce strategies that help enhance the Department's performance through its people. I am also operationally responsible for recruitment and delivering an effective consulting service to Districts through Employment Consultants. I have a team of 13 responsible for:• Recruitment and HR support service to Districts;• Research, develop and implement innovative attraction and retention strategies, including Aboriginal Employment Strategies;• Creation of online resources to support managers. e.g. Leadership Learning Network. Show less

UD Trucks forms part of one of the world’s largest trucking companies, the Volvo Group, which has more than 100 000 employees, production facilities in 20 countries and sales in more than 190 markets. The South African operations are the UD Trucks brand’s largest market outside of Japan.I was appointed as head of HR to establish a Strategic HR function. The objective was to create a high performance organisation and for HR to be a strategic business partner. An Organisational… Show more UD Trucks forms part of one of the world’s largest trucking companies, the Volvo Group, which has more than 100 000 employees, production facilities in 20 countries and sales in more than 190 markets. The South African operations are the UD Trucks brand’s largest market outside of Japan.I was appointed as head of HR to establish a Strategic HR function. The objective was to create a high performance organisation and for HR to be a strategic business partner. An Organisational Development (OD) Strategy was designed, the purpose was to draw together the strategic objectives, priorities and values of the organisation and interpret them as a model for the design, development and operational delivery of the organisation and its services. It determined the desired performance and behaviour of staff. The strategy identified the developments necessary to implement the OD strategy. The success of the strategy was evident in the organization being awarded the status of nr 1 Truck manufacturer in South Africa, 2 years after the strategy was initiated.Initiatives included: • Develop and execute HR Strategy • Designed workforce planning, competency profiles and career paths, Assessments.• Implemented and managed recruitment and selection process • Reviewed, designed and developed a reward and recognition strategy as well as Performance Management system. This was branched out to include the development and implementation of a Balanced Scorecard. • Training & Development and ROI measurements. • Lead discussions with union in terms of employment legislative issues. * Restructure HR operations to be in line with new strategy. Show less

It was my role to establish and lead the HR Service team for the VWSA Dealer Academy. The purpose of the team was to deliver a one-stop-HR-service, to VW, Audi, SEAT and VW Commercial Vehicle Dealers across the Network in South Africa - 165 Dealerships. The main objective of the Academy was to recruit, develop and retain Dealer staff and to increase Customer Satisfaction, Employee Satisfaction and Sales in Dealerships through the optimization of staff. The outcome to be… Show more It was my role to establish and lead the HR Service team for the VWSA Dealer Academy. The purpose of the team was to deliver a one-stop-HR-service, to VW, Audi, SEAT and VW Commercial Vehicle Dealers across the Network in South Africa - 165 Dealerships. The main objective of the Academy was to recruit, develop and retain Dealer staff and to increase Customer Satisfaction, Employee Satisfaction and Sales in Dealerships through the optimization of staff. The outcome to be achieved for the team was to develop a suite of HR products and to market and sell the Academy’s products and Service to the Dealer Network. Achievements: • Target was to market and sell the Academy’s Service to the Dealer Network: At least 50 Dealers “on board” within 12 months; Target was exceeded.• Business Strategy reviewed; to offer a much broader, more customized service to the Dealers, based on their specific requirements; this lead to an increase in participating Dealerships.• Achievement of HR Franchise Standards by 90% of Dealerships; was previously 60%.• Secured a R30 Million ($4.3m USD in 2006) grant from Sector Education Authority for training of Sales Consultants. Marketed successfully to Dealers to take on “Learners”. Completed project successfully. • Was an initial 2 year pilot project – VW Board in Germany availed more funds for extension of project. The project was turned into a business initiative and still runs today. HR Audit tool that I developed was successfully implemented to obtain buy-in from Dealerships. The audit results indicated areas for further development. A project report on results and a business proposal followed, leading to 97% acceptance of the Academy’s service. Show less

As sole proprietor of HUCAM, I was mainly involved in Investors in People (IIP) as both an Advisor and Assessor. I was trained in the UK on the standard and was qualified to fulfill a mentoring role to new IIP recruits. I was also involved in the development and implementation of assessment centers for new practitioners. Part of my training included working visits in the UK to British Aerospace and BMW and to Holiday Inn in Paris. The IIP program is a best practice people management… Show more As sole proprietor of HUCAM, I was mainly involved in Investors in People (IIP) as both an Advisor and Assessor. I was trained in the UK on the standard and was qualified to fulfill a mentoring role to new IIP recruits. I was also involved in the development and implementation of assessment centers for new practitioners. Part of my training included working visits in the UK to British Aerospace and BMW and to Holiday Inn in Paris. The IIP program is a best practice people management standard developed by the British Council and introduced in South Africa to developed and support small businesses (SMEs). HUCAM had been awarded a contract with the government to Project Manage and advise on the implementation of a Change Management Program, encompassing training and mentoring on People Management for Small Businesses (2 – 100 employees). This training covered Business Strategy, Objectives, People Development, Employee Relations and Business Plans. The program was rolled out nationally in 125 Small Businesses. Overall improvement in business results was reported at an average of 60%. I also conducted a study for Anglo Gold Ashanti on Women in Mining, as well as factors impacting on minority groups in the mining industry. A 10% improvement in targets was achieved by 2007, based on the report's recommendations.In Hucam I also consulted on implementation of High Performance Work Organization Principles through delivery of IIP Advisory and/or Assessment Services. Clients spread over various industries: Services, Banking, Education, Manufacturing, Mining and Transport. Show less

I started my HR career in Denel as a HR Consultant. Over the 8 year period in Denel I have worked in 4 of its associated companies and have developed from a Strategic HR Generalist into an Executive HR Manager. Responsibilities over my 8 year tenure include:• Successful consultation and implementation on new Labour Legislation Establishment of forums as prescribed, to consult implement and manage. • Policies and Procedures developed as per new legislation, successful external… Show more I started my HR career in Denel as a HR Consultant. Over the 8 year period in Denel I have worked in 4 of its associated companies and have developed from a Strategic HR Generalist into an Executive HR Manager. Responsibilities over my 8 year tenure include:• Successful consultation and implementation on new Labour Legislation Establishment of forums as prescribed, to consult implement and manage. • Policies and Procedures developed as per new legislation, successful external Audit. • Set-up and implementation of Competency Based “test centre” – Recruitment and Selection done based on competency based interviewing and psychometric assessments of applicants.• Development of Interviewing Matrix. Potential for success of appointed staff increased. Reduced Staff turnover. • Centralisation of total HR Function in Group (19 divisions). Drafted Mentoring, and Succession Planning Policies and Action Plans for Group. Leading Project team on Job Specification and Staffing Project for the Denel Centre of Learning and Development. • Set-up of new complete HR Department for one of Divisions. Show less